Leadership

Learning Objectives ,[object Object],[object Object],[object Object],[object Object],0

Learning Objectives (contd) ,[object Object],[object Object],[object Object],[object Object],0

Learning Objectives (contd.) ,[object Object],[object Object],0

Leadership ,[object Object],[object Object],[object Object],[object Object],Different leaders behave in different ways – style, need, situation 0

Nature of Leadership ,[object Object],[object Object],[object Object],[object Object],0

Leadership versus Management Management Promotes stability, order and problem solving within existing organizational structure and systems Leadership Promotes vision, creativity, and change M L Takes care of where you are Takes you to a new place 0

Leader versus Manager Qualities Manager Qualities Leader Qualities Source: Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12 SOUL Visionary Passionate Creative Flexible Inspiring Innovative Courageous Imaginative Experimental Initiates change Personal power MIND Rational Consulting Persistent Problem solving Tough-minded Analytical Structured Deliberate Authoritative Stabilizing Position power 0

Leadership Traits ,[object Object],[object Object],[object Object],[object Object],Traits = personal characteristics 0

Personal Characteristics of Leaders Physical Characteristics Energy Physical stamina Social Background Education Mobility Intelligence and Ability Judgment, decisiveness Knowledge Intelligence, cognitive ability Personality Self-confidence Honesty & integrity Enthusiasm Desire to lead Independence Work-related Characteristics Achievement drive Drive to excel Conscientiousness in pursuit of goals Persistence against obstacles, tenacity Social Characteristics Sociability, interpersonal skills Cooperativeness Ability to enlist cooperation Tact, diplomacy Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet, Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983). 0

Behavioral Approaches Ohio State Studies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],0

Behavioral Approaches Michigan Studies ,[object Object],[object Object],[object Object],At about the same time as Ohio State Studies 0

The Leadership Grid ,[object Object],[object Object],Blake and Mouton 0

The Leadership Grid High High Low Low Concern for Production Concern for People Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners. 1,9 Country Club Management Thoughtful attention to the needs of people for satisfying relationships leads to a com- fortable, friendly organization atmosphere and work tempo. Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership. 1,1 9,9 Team Management Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Authority-Compliance Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree . 9,1 5,5 Exhibit 18.4 0

Contingency Approaches ,[object Object],[object Object],[object Object],Relationship between leadership style and situation 0

Fiedler’s Classification of Situation Favorableness Source: Fred E. Fiedler, “The Effects of Leadership Training and Experience: A Contingency Model Interpretation,” Administrative Science Quarterly 17 (1972), 455. Reprinted by permission of Administrative Science Quarterly. ,[object Object],[object Object],[object Object],0

Hersey-Blanchard’s Situational Theory of Leadership Exhibit 18.5 0

Path-Goal Theory Leader Behaviors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Classification of (4) leader behaviors 0

Path-Goal Theory Leaders Behaviors ,[object Object],[object Object],[object Object],[object Object],[object Object],Classification of (4) leader behaviors 0

Path-Goal Situational Contingencies ,[object Object],[object Object],[object Object],[object Object],[object Object],0

Path-Goal Situations & Preferred Leader Behavior Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152. Exhibit 18.7 0

Substitutes for Leadership ,[object Object],[object Object],0

Leading Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],0

Sources of Power ,[object Object],[object Object],[object Object],[object Object],[object Object],0

Leadership

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